Pamela Codo-Lotti: Partner, Global Chief Operating Officer of Shareholder Activism Defense, Goldman Sachs

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Pamela Codo-Lotti“Throughout my life, I’d often find myself in situations that were unfamiliar, but having the will to take the harder path typically leads to greater rewards,” says Pamela Codo-Lotti. “When I left Côte d’Ivoire for France, and later France for the U.S., my parents would ask, ‘Why do you always choose the most difficult route?’ But I’d remind them—that’s the example they set.”

Resilient and driven, Codo-Lotti is continually inspired by the values her parents instilled in her from a young age. As a newly minted partner at Goldman Sachs, she has embraced challenges with relentless determination, a strong intellectual curiosity, and an unwavering commitment to her clients and colleagues. From her early love of numbers and education to her passion for mentorship and financial independence for all, Codo-Lotti shares how persistence and purpose are central to her journey.

From Associate to Partner

Fueled by an early interest in numbers and giving advice, Codo-Lotti found a career in finance to be the perfect fit.  After moving to the U.S. from France to earn her MBA at the Wharton School of Business, Codo-Lotti joined Goldman Sachs as an Associate.  Over the next two decades, she rose through the ranks up to her recent promotion to partner.

“It was a great moment because it’s a recognition by your peers and by your clients, of all your hard work,” she reflects. “I look forward to continuing to focus on building a stronger business, giving advice to more clients, and mentoring more people.”

For Codo-Lotti, the partner title is not just an accolade but a platform to amplify her impact.  “As a senior leader, I have a deep understanding of the firm, allowing me to offer practical guidance and support to others in achieving success.”

Codo-Lotti credits her natural curiosity as an important element in her career evolution.  “Finance is an expansive and ever-evolving field, and there’s always more to learn. Curiosity drives me—I’m constantly reading, exploring, and deepening my understanding of different areas, even in my current role.”

A Foundation of Education and Determination

Codo-Lotti notes how her insatiable curiosity and determination are rooted in her childhood and the inspiration of her parents, whom she considers trailblazers.

“They came from a small African country, Benin, and were sent to study in France on merit-based scholarships. They always told us, ‘Your brain is the most important thing. Nurture it.’ They went out of their way to get us to the best schools, no matter what.”

Her parents’ determination to give her a solid educational foundation was equally matched by Codo-Lotti’s internal drive. She highlights this quality as an important element to her success.

“There is a little white dog in a famous French cartoon named Idefix (“Idee Fixe”), which literally means ‘fixed idea.’ My dad nicknamed me that because even from a young age, when I want something, I go after it. Persistence and staying focused on the end goal really helped me in my career and got me through difficult and challenging moments.”

An Empathetic Approach

“People often tell me that I’m very empathetic,” she says. “It has been a tremendous asset because my clients know that I genuinely care. When someone has a problem, I really want to find a way to help. I think it has played a significant role in my career.”

Empathy also shapes Codo-Lotti’s leadership style. She explains, “In a team there will inevitably be a lot of opinions, so it is important to understand where people are coming from and what they’re looking to achieve.”

In addition, she tries to be  intentional about being accessible to her team, recognizing that as she becomes more senior, the perception of her availability and approachability may change.  “It’s important for me to spend time with my team at work, but also making sure we connect informally, whether for a quick coffee catch-up or dinner.”

Mentorship Advice

Beyond the inspiration of her parents, Codo-Lotti points to the guidance of mentors as integral to her career development. Now as a mentor to others, she advises, “the most important thing is to trust yourself and not shut down your own voice. While advice from mentors is important, they succeeded based on who they are. What works for them may not work for you.”

She continues, “what I tell people is that I will give you advice and tell you what I think is best, but at the end of the day you have your own instincts, and you have to see if that fits with who you are and what you want to do.”

When it comes to fostering mentoring relationships, Codo-Lotti encourages taking initiative. “Sometimes you have to take chances. Whenever I worked with someone who impressed me, I put time on their calendar and introduced myself. Sometimes you click, sometimes you don’t, but when you do, you invest in that relationship.”

Finding Strength in Uniqueness Through Executive Coaching

Executive coaching has played a pivotal role in Codo-Lotti’s growth, particularly in embracing her uniqueness while leveling up her communication skills. “I’m a French native speaker; English is my second language. When I came to the U.S., it took me a while to view my accent not as a disadvantage, but as something that made me unique.”

Coaching helped her refine her communication. “I focused on how I could be more structured, more powerful, more impactful—so that the accent became a strength. The firm provided me with a coach who helped me work on my communication and presentation style, which really made a difference. I also found having an external perspective, someone who listens and helps you understand how others hear you, to be invaluable.”

Committed to Education and Financial Independence for Women

Looking ahead, Codo-Lotti is passionate about uplifting the next generation.  As a senior leader at Goldman Sachs, she emphasizes, “I hope to help a lot of talented and diverse junior bankers succeed.”

Codo-Lotti looks to extend that impact beyond Goldman Sachs through her work with the Jeremiah Program, which helps single mothers return to college.  As a member of the board, Codo-Lotti is thrilled to be a part of the program’s mission.

“By supporting single mothers in pursuing their education, there is an opportunity to break the cycle of poverty across two generations—empowering both mother and child, so she doesn’t have to choose between her education, financial stability, and caring for her family.”

As a mother of a young family, Codo-Lotti finds joy in watching their intellectual curiosity take shape. “It’s fascinating to watch my children grow into their own as human beings.  My husband and I love seeing their minds expand, even when it means that they start beating us at board games. It’s a reminder of how quickly they’re learning and evolving.”

Just as she was encouraged to nurture her mind and embrace learning, Codo-Lotti is committed to passing that mindset forward—both at home and in her broader mission to empower others.

By Jessica Robaire

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Julie Burger: Co-Head of Public Finance, Wells Fargo

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Julie Burger“I’m incredibly proud of what we’ve built—not just as a public finance department but in the way we serve and connect with clients, which has always been a priority for me,” says Julie Burger. “Being a player-coach leader lets me guide the team while staying hands-on, delivering smart, impactful solutions every step of the way.”

For nearly two decades, Burger has dedicated her career to public finance, crafting a path defined by hard work, meaningful connections, and a passion for tangible impact. From her very first internship at Bank of America, she realized she had found the right fit—a field that blended challenge and purpose in ways that resonated deeply.

“I loved public finance,” Burger reflects. “It’s been my career since day one. Starting as an analyst, I worked incredibly hard to learn, grow, and show that I was willing to work harder than anyone else. That’s been a central theme in my career— dedicating myself fully and relentlessly to everything I do.”

In 2011, Burger joined Wells Fargo during a pivotal moment when the firm was in a building phase. “I had the chance to help build our transportation public finance practice from the ground up,” she recalls, noting how much she enjoys collaborating with her clients and colleagues on meaningful projects.

Her unwavering tenacity and passion didn’t go unnoticed. Two years ago, she was named Co-Head of Public Finance. “It was a challenge and an opportunity,” she says. “Public finance needs more women leaders, and I felt I owed it to myself and others to step up. It’s been incredibly rewarding.”

In her leadership role, Burger, alongside her co-lead, has guided her team to remarkable success, achieving a top-five ranking as senior manager of negotiated issuance in the municipal market. “I’m incredibly proud of what we’ve built; it’s the result of the team’s hard work and dedication,” she says.

The Tangible Impact of Public Finance

One of the reasons Burger remains passionate about her work is its visible, lasting impact. “Public finance is about infrastructure—the roads we drive on, the hospitals we visit, the colleges we attend,” she explains. “It’s tangible. When we work on a project, we’re helping to build something, which isn’t always the case in every area of finance.”

From bridges in Pennsylvania to a new street lighting system in the District of Columbia, Burger finds inspiration in being part of something bigger than herself. “Infrastructure is vital—it shapes how people move, access clean water, and build their communities,” she says.

Hard Work, Empathy, and Embracing Change

Reflecting on her success, Burger credits a few core principles. “Be willing to put in a lot of hard work. When you put in the effort, people notice—your boss, your clients, your colleagues. It makes a difference,” she says.

Burger also points to being kind and empathetic as important in her career. “Sometimes women feel they can’t be empathetic because it might seem like a weakness. I think the opposite. Empathy is a strength. I came up the ranks, so I understand what it’s like to be a junior analyst or a woman trying to succeed in this business.”

In addition, Burger highlights being solution oriented. “It’s about being thoughtful in how I serve my clients and delivering the absolute best results. I care deeply about the people I work with, and that drives everything I do.”

While hard work, empathy, and being solution-oriented have been her guiding principles, Burger candidly admits that embracing change has not come as naturally—but it’s a skill she’s intentionally developed to grow and succeed.

“I’m not someone who loves change,” she confesses. “But one of the best pieces of advice I got—and now share—is to push yourself out of your comfort zone. Challenges can be scary because inevitably they involve change, but it leads to growth. It’s about taking calculated risks and being okay with change when you know it can lead to something better.”

The Player-Coach Approach

Throughout her career, Burger has refined her leadership style, finding that the player-coach approach aligns best with her strengths. “I’ve always loved working with clients—solving problems, delivering solutions. When I took on this role, I didn’t want to lose that connection,” she explains. “I still actively work with clients, and I think my team appreciates that I understand what it’s like to be in the trenches.”

She believes in leading by example. “It’s not about telling people what to do—it’s about showing them. I’ve worked under some great leaders who stayed close to the work, and I’ve tried to emulate that.”

In addition to being intentional about the kind of leader she wants to be, Burger also emphasizes the value of creating a positive team culture. “Nobody succeeds alone. I want my team to understand that being a good teammate is key to success—not just for themselves, but for everyone.”

Mentorship is a Responsibility

At Wells Fargo, Burger continues to look for opportunities to give back and support the next generation of leaders, whether through formal arrangements like the Women Go Far initiative or informally within her team. She sees mentorship as a responsibility, especially for women leaders.

“It’s important for women leaders to pay it forward—that’s how we ensure the next generation of women rises to leadership. Whether it’s mentoring junior professionals or collaborating with peers, sharing lessons learned and lifting each other up is essential to building a stronger, more inclusive future.”

Finding Balance

Outside of work, Burger has found ways to unwind and maintain perspective—something she acknowledges she didn’t prioritize earlier in her career. “One thing I’d probably tell my younger self is to do a better job at work-life balance,” she reflects. “I was very focused on work and succeeding, but it’s important to have that balance. It makes you better, more grounded, and centered.”

Yoga has been one of the ways she achieves that balance. “I’ve gotten into yoga over the last few years. It’s a great way to de-stress and spend an hour without a phone, just focusing on the moment.”

A lifelong sports fan, Burger spends her Sundays immersed in football. “People know not to bother me from 1:00 to 7:00,” she laughs. She’s also passionate about animals and finds fulfillment volunteering at a local shelter, giving back to a cause she’s always cared about.

By Jessica Robaire

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Daniela Shapiro: Senior Managing Director, HASI

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Daniela Shapiro“I want to continue working on solutions that create a better future for generations to come,” says Daniela Shapiro. “That way, when I eventually hang up my boots, I’ll feel fulfilled knowing I helped move the ball forward.”

For Shapiro, every step of her journey has been about aligning her professional success with a broader mission to leave the world better than she found it.  She shares how she aims to create a meaningful legacy through sustainable energy investing, empowering the next generation of leaders, and cultivating leadership growth that is rooted in awareness and purpose.

Powering a Purposeful Journey

Energy has defined Shapiro’s career and character.  She initially approached energy in its most literal sense. “I went to college with the goal of working as an electrical engineer,” she recalls, “but I didn’t work a day in that field.” Her trajectory shifted when a professor, consulting for a private equity firm, offered her an internship. That pivotal opportunity introduced her to the world of energy finance, steering her away from the technical aspects of engineering and into the broader financial landscape of the energy sector.

The first decade of Shapiro’s career spanned private equity, a role with the Brazilian government during its energy market deregulation, and project financing at ABN-AMRO. While she started out working in oil and gas, she eventually pivoted toward renewable energy.

“I was nearly finished with my MBA at Northwestern University, which was part of an agreement I had with the bank to gain international experience, and I was expecting to return to Brazil. When they offered me the chance to be part of a newly created group focused on financing renewable energy, I jumped at it. That’s when I shifted my career fully to renewables and climate-related financing solutions.”

The 2009 financial crisis prompted another significant transition, leading Shapiro from banking to energy development. She held several executive roles, including most recently CFO of Guzman Energy. Over two decades of financing and developing energy projects, Shapiro cultivated a strong professional network that ultimately opened the door to her current position at HASI, a leading U.S. climate investment firm based in Annapolis, Maryland.

“Susan Nickey, who is our EVP and Chief Client Officer, has been an industry friend for almost twenty years, and also a mentor and advocate. When HASI was going through a planned leadership transition, I was thrilled that she put my name in the hat.”

Now, two years into her role as a Senior Managing Director, she is responsible for growing the company’s investments in distributed solar project market and expanding solutions for broader onsite and as-a-service offerings. Shapiro continues to thrive. Her blend of technical expertise, financial insight, and passion for sustainability positions her to tackle the complex challenges of clean energy, driving solutions that align with her values and vision for a more sustainable future.

Driven by Determination, Strengthened by Authentic Connections

Shapiro cites her determination and drive as key factors behind her success. “When I set my mind to something, I don’t stop until I achieve it. It may not be perfect or painless, but I don’t give up easily,” she says. This mindset has driven her to excel in demanding environments and to adapt to new challenges throughout her career.

However, Shapiro notes that sheer determination is not enough to keep moving up the ladder—equally important are the interpersonal skills and energy one brings to relationships.

“I’ve been fortunate to have people throughout my career who believed in me—cheering me on, offering advice and feedback, and making connections without me even asking. It’s incredible to have successful individuals in their own fields freely share their time and insights. For a long time, I questioned why I was lucky enough to receive that spontaneous support when others might not. But I’ve come to believe it’s about the energy you have within—the loyalty mentality that resonates with people and inspires them to invest in your success.”

Fostering authentic connections while building a professional network is another essential element of Shapiro’s success.  She underscores the importance of quality over quantity and recalls how the 2009 banking crisis highlighted the power of having those genuine connections.

“People I didn’t expect to care went above and beyond to help, making introductions and offering referrals,” she says. “That experience showed me that people will be there for you if they believe in you and feel you will be there for them…it’s about knowing who your tribe is and having genuine relationships.”

Leadership Growth Through Adaptation and Coaching

As Shapiro’s career took her higher up the ladder of leadership, she found it increasingly important to evolve her leadership style, particularly as the landscape has changed since her early days in investment banking.

“Back then, the culture was hierarchal and purely bottom-line, with little emphasis on tailored motivation and individual circumstances,” she recalls. As she progressed, she recognized the importance of balancing her results-oriented mindset with softer skills.

“As I moved higher in my career, I recognized the value of awareness and empathy, understanding different perspectives, styles, and what motivates the current workforce as it’s different from when I was a young professional.”

Today, her leadership prioritizes open communication and constructive feedback.  “I have been focused on rebalancing my ‘get things done’ upbringing with understanding how people receive and digest information, and how they can grow.”

Executive coaching has played a key role in refining Shapiro’s approach. “I worked with a coach for six months and it really helped me address blind spots and have the kinds of deeper conversations that catalyzed my growth.”

Coaching also taught her to embrace imperfection as part of the growth process. “As women, we often feel everything needs to be perfect before we act,” she observes. “But it’s about building momentum—get the first ball rolling and then the second and go from there.  You have to embrace the process or risk giving up too soon.”

“I have a lot more work to do as a leader. And we should always feel there is plenty of work ahead of us. Progress is a happy day.”

Empowering the Next Generation

Shapiro’s career in renewable energy is driven by a profound sense of purpose.

“Once I entered this space, it became clear I wasn’t here by accident. It truly aligns with my values.”  She continues, “I want to continue to work with solutions that create a better place for future generations.”

For Shapiro, collaboration and a shared sense of responsibility are key. “It’s about using my voice and building a network of collaboration that fosters the mentality of what we need to achieve. I will continue to lend my time, resources, and enthusiasm to others that are coming after, so that we keep moving the work forward.”

This focus on future impact naturally extends to her dedication to mentoring the next generation, especially empowering women in the workforce.

“I think an important legacy that we can all leave is to think about the younger generation—what they can learn from us and how we can be a helping hand to those that are just starting out.”

Shapiro acknowledges the unique challenges women face the higher they rise in leadership. “It requires sacrifices, and it’s not easy,” she notes, reflecting on her own struggles to balance work and motherhood.  “There were times I felt like I wasn’t excelling in either role, but learning to silence those doubts was key to moving forward.”

By creating opportunities and fostering collaboration, Shapiro hopes to inspire a new generation of leaders who besides being highly competent in their fields, are also compassionate and committed to making a difference. “The earlier one understands the interplay of these skills, the earlier they will feel successful,” she says.

Living a Life of Meaningful Connections and Experiences

Outside of work, Shapiro’s life is centered on family and meaningful experiences. “I’m all about experiences, not things,” she says. She loves traveling, cooking, and exploring different cultures, using these activities to broaden her perspective and that of her children.

“Living in another country taught me to see the world through different lenses,” she says. “It’s not always about right or wrong but about acknowledging diverse viewpoints and finding common grounds.” This philosophy shapes how she raises her children. “We travel to show them that the privileged world we live in is just one piece of a much larger puzzle.”

These values don’t just shape her family life—they fuel her commitment to creating a better future.  Whether it’s guiding her team or raising her children, Shapiro’s vision is clear: fostering excellence, empathy, collaboration, and a sense of responsibility to leave the world better for future generations.

By Jessica Robaire

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Alexandra Wilson-Elizondo: Partner, Co-Chief Investment Officer of Multi-Asset Solutions (MAS), Goldman Sachs Asset Management

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Alexandra Wilson Elizondo“I began my career as an individual investor. Now, I’m a manager of investors and of the processes that help enable us to invest at scale,” says Alexandra Wilson-Elizondo. “I’ve learned that if you’re going to be leading a very large platform, building infrastructure and frameworks is critical to the future success of the business.”

Wilson-Elizondo reflects on what makes her passionate about the financial industry, how she leveled up her leadership, and her commitment to growth for herself, her team, and the business.

From Adversity to Impact

Wilson-Elizondo’s professional journey is deeply intertwined with personal experiences that shaped her aspirations. Born into a family with roots in Argentina, Wilson-Elizondo learned early on how economic upheaval can have life-changing consequences.

“Growing up, I witnessed firsthand how when resources are not distributed appropriately, it can lead to really negative outcomes,” she recalls. “Seeing my family members’ savings go to zero overnight and not having access to funds—the trauma and impact that had on their lives—left an indelible impression on me.”

These early observations, coupled with her mother working in international trade finance, sparked Wilson-Elizondo’s drive to study economics in college.

“I wanted to get an understanding of how one can distribute resources in an economy for the benefit of multiple people and the broader society.”

However, the timing of her graduation from Haverford College—in 2008, during the global financial crisis—was less than ideal.

“I thought I’d graduate straight into a glorious job on Wall Street,” she admits with a laugh. Instead, Wilson-Elizondo’s first role involved answering calls from Spanish-speaking 401(k) participants seeking hardship withdrawals. “It was a challenging time, but it taught me invaluable lessons about saving, investing, and the real-life impact of economic downturns,” she says.

Wilson-Elizondo’s career steadily progressed. She honed her expertise in fixed-income markets and built a reputation for innovative investment strategies that benefitted both retail and institutional investors. Three years ago, she joined Goldman Sachs as Head of Funds and Models before rising to her current role as Co-Chief Investment Officer. Recently, she celebrated another milestone—becoming a partner at the firm.

Leveling Up

Wilson-Elizondo credits taking a long-term view and being resilient as the main attributes for success at work. She also advises professional women starting in their careers to have an entrepreneurial mindset.

“Build things, do not wait for people to assign things to you. Continue to constantly learn about what you’re interested in; being an expert is always a good thing, and it will help your career.”

She notes while sponsors are definitely in the mix and useful, it is also about being proactive in your career and not just waiting for someone to “pull you up” or for perfection to move ahead.

“Sometimes women can be focused on being perfect and not wanting to fail they don’t just go for it and see what can be learned in the attempt. It’s okay to not be perfect. As my mom likes to say, perfection is the enemy of good—you have to go for it.”

Networking Matters

For Wilson-Elizondo, networking is key—not only does it help build communities of support, but it can even lead to the next great opportunity, as it did for her in joining Goldman Sachs.

“This is a people business. I cannot impress enough the importance of having a network, but it’s not just about the quantity. The quality of the connections matter just as much.”

Wilson-Elizondo sees sponsors and mentors as an integral part of that network of support and emphasizes having a “personal board” to look to for guidance and opportunity.

“In each stage of my career I’ve heeded the advice to build my personal board. It’s thinking about who are the five or six people to go to for very critical decisions? Why are they on your board? Why do they keep a seat on your board, or do you rotate them? They can be a mix of mentors, sponsors, or just people whose opinions you trust.”

Supporting the Next Generation of Diverse Leaders

For Wilson-Elizondo, advancing in her career means more than personal success; it’s about paving the way for others. As a Latina in a leadership role at Goldman Sachs, not only in her day job but also across the firm’s Inclusion Networks, she prioritizes helping build a diverse pipeline of talent and guiding the next generation towards their goals. Wilson-Elizondo is proud to be a part of a partner class with the largest number of diverse promotes in firm history and seeks to help other diverse professionals across the firm navigate that path.

“Sometimes it’s about explaining what the criteria is,” she notes. “If people are working really hard but they’re not focused on the rubric they’re being evaluated against, you have this mismatch. As a mentor, I try to make sure people are setting goals, asking for consistent feedback and checking in with themselves to ensure that they understand what they need to focus on to grow and develop to the next level.”

As a strong advocate for visibility, Wilson-Elizondo emphasizes the importance of communication and presentation skills in professional settings. “Every micro-interaction matters. How you present yourself, how you deliver content, how you address your work product—it’s all part of the equation,” she says. She encourages others, especially those starting out in their careers, to take advantage of coaching and training opportunities to hone these skills.

Her own journey demonstrates the power of owning one’s unique perspective. “The best and most excellent teams are ones that accept different voices and aren’t echo chambers,” she asserts. “I continue to lean into having a different view, a different voice, because that ultimately leads to differentiated—and I believe better—outcomes.” For those who feel their perspectives are not valued, she offers candid advice: “If the team you’re on isn’t working, or they don’t see the value in what you bring, switch the team, change the option set.”

Guidance for Leadership

Wilson-Elizondo believes that effective leadership is about balancing vision with trust in your team. “You’ve got to manage down, not up. Set the vision and trust your team to deliver,” she advises.

She likens leadership to building a puzzle: “I’ll set the outline so my team has a clear vision on where we’re going and what we’re working towards, but I count on them to fill in the rest. As a leader, you can’t try to do everything yourself. You need to create exponential leverage by trusting your team.”

This trust, both in your team and in your own hard work and leadership, is especially critical in fast-paced industries. “Be confident and trust the work and analysis you’ve put into the decisions you’ve made.”

Committed to Growth

Wilson-Elizondo’s vision for the future is twofold: growing the assets she manages and mentoring the next generation of investment professionals. “One of the things that happened during COVID was that many places lost the apprenticeship model,” she explains. “People weren’t in the office watching trades get built or investment theses unfold. Rebuilding that has been a priority for me, and at Goldman Sachs more broadly where apprenticeship is embedded into our culture and how we develop talent at the firm.”

At the same time, she is deeply focused on her life outside of work, where raising three young children with her husband takes center stage. “My passions are my three kids and my husband right now,” she says. “We’re just inundated in baby and kids and fun stuff like that.”

While hobbies like reading and running take a back seat to a busy schedule and spending time with her family, Wilson-Elizondo embraces the reality of this season with humor and grace.

“If I tell you I have three kids, just made partner, and by the way, I have a million passions and interests, it’s misleading,” she admits. “This is life—these are the things I’m able to accomplish in a 24-hour day. Honesty is the best policy, but you can have both.”

Balancing the demands of leadership at work and home with an honest and forward-thinking perspective, Wilson-Elizondo is a leader committed to growth—professionally, personally, and for the next generation of investors that she’s dedicated to guiding.

By Jessica Robaire

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Erica Klinkowize: EVP, US Treasurer, TD Bank

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Erica Klinkowize“I thrive on change as opposed to shying away from it,” says Erica Klinkowize. “By honing the skill over the years of accepting that nothing will stay the same, I have been able to weather storms and adapt.”

Previously profiled in 2022 as the CBNA Treasurer for Citi, Klinkowize has since continued her transformative journey in the financial industry, bringing her passion for complex challenges and people-focused leadership to her current role as EVP and U.S. Treasurer at TD Bank. She speaks to how she views resilience, adaptability, and intentional leadership as foundational to her career evolution.

Thriving in Transformation

Energized by opportunities to make an impact, Klinkowize is as much a leader who embraces challenge as she does change. Consistently choosing to push her boundaries throughout her career, Klinkowize acknowledges, “I’m not drawn to easy paths.” This penchant for challenge has defined her career and leadership, from her years at Goldman Sachs and Bank of America to her current role as EVP and U.S. Treasurer at TD Bank.

“I gravitate towards these challenges. Whether it’s transitioning to Citi when they are in transformation, or specifically taking this position at TD to help enhance and build out the US Treasury organization, I strive to make a visible positive change.”

Klinkowize’s passion for transformation is matched by her deep interest in the complexities of the financial industry and the dedication of those who thrive within it.

“Treasury is an unbelievably exciting space. There are an incredible number of topics, a multitude of risks you’re managing,” she explains. “I’m constantly learning and leading.”

Beyond the intellectual demands, Klinkowize is inspired by the people she gets to work with, “they are very passionate, and it resonates with me. I want to support them and help them as they navigate a very complex environment…there is so much to accomplish, and there are so many people to help.”

A Change Agent with a Vision for Leadership

As a leader, Klinkowize embraces the role of a change agent, acknowledging, “I can’t accept the status quo. I can’t let myself not ask a question.” It’s that continual strive for improvement that motivates her, “it’s less about innovation and more about what else is out there, how can you be better at what you do.”

In driving transformation, Klinkowize underscores the ability to navigate and support multiple levels of change, from the individual to the team to the organization.

“It’s about guiding a large group emotionally and intellectually through change while recognizing you are part of a larger whole. You can’t make a change and think it won’t have downstream impacts—you have to stay mindful of upstream dynamics within the company.”

She continues, “Being a change agent is causing the change, but then also managing the emotional, intellectual, and organizational side. The internal and external clarity on what you’re doing, and how you’re doing it.”

Klinkowize emphasizes that effective change also requires being skilled at collaboration and leading with influence.

“I’m a big connector of people. If there’s a problem at hand, it doesn’t matter if you work for me or not, let’s come together to solve the issue.” She continues, “it’s important to be able to inspire people who don’t work for you, lead without directly managing them.”

Building Resilience

Even as Klinkowize embraces change and the transformation that can come from it, she recognizes that there were times in her career where she felt more like she was weathering the storm than riding on a wave of opportunity.

“I want to be honest and open about my experiences, so that women don’t feel that it was all straight shot up, because it certainly was not.”

She recounts moments in her career that might have deterred others—embarrassing missteps in meetings, even an instance of demotion. But rather than dwell on these experiences, Klinkowize speaks to the importance of navigating those difficult moments and emerging stronger on the other side as key to developing resilience and adaptability.

“It comes from learning and paying attention to how you act in those situations. How you act under stress, under duress, in moments where you’re embarrassed—you keep building up that stamina.”

Klinkowize also points to the power of mentorship and empathetic support in weathering challenging periods. “It’s important to have mentors you trust, both inside and outside of work because you need a voice of reason,” she advises. She maintains that the support of others is critical no matter how high one climbs up the ladder of leadership.

“The more senior you become, the greater the risks in your career. Not everyone will be nice, and not everything will be fair. That’s why resilience and stamina are essential—and why surrounding yourself with the right people matters.”

Intentional Leadership

With her breadth of leadership experience, Klinkowize is thoughtful in her approach to building a team culture, seeing it as a deliberate, ongoing process. When she steps into a new role, she takes time to think about what she wants to bring to the position and how she can improve from her previous experiences.

“As I’m gearing up to start, I’m very intentional about the person that I want to be and the environment I want to create around me. I prepare…I don’t wing it.” This intentionality is evident in the steps she took to establish her team’s culture at TD Bank.

“I made it clear that integrity was my number one standard, setting the tone for everything. I approached it very deliberately—I changed the team name, created a distribution list. Also, I helped craft a story, like an elevator pitch, to clearly describe what my organization does. Everything was very purposeful.”

She notes that her goal is to create an environment where everyone understands their role and feels connected to the larger mission. “I want the rest of the firm to understand what we are becoming,” she explains. By fostering a sense of clarity and collaboration, Klinkowize ensures that her team is aligned and motivated. Her approach underscores her belief that effective leadership is about more than strategy; it’s about creating a shared vision that everyone can rally behind.

A Legacy of Positive Impact

Beyond building the culture, Klinkowize is intentional in striking a balance between driving excellence without compromising the well-being of her team.

“We have to balance how hard we make people work,” she states, acknowledging that while finance is a high-pressure field, it’s essential to create a sustainable work environment.

Klinkowize also recognizes that not everyone will embrace change in the same way, and as a leader of transformation she wants to “help people understand that we will come out the other side.”

Looking ahead, Klinkowize hopes to leave a legacy of positive impact, both in her organization and in the people she leads.

“I want to contribute to the financial safety and soundness of the company, innovate, and bring excellence. I want to continue to be a role model as an empathetic and accountable leader.”

Outside of work, Klinkowize immerses herself in science fiction and fantasy books, cherishes moments with her family and dogs, but admits with a laugh, “I still struggle to find enough time to exercise.”

By Jessica Robaire

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Stacie Mintz: Managing Director and Head of Quantitative Equity, PGIM

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Stacie Mintz“I took the initiative to lead before I was formally in a leadership role,” says Stacie Mintz. “You don’t need direct reports to be a leader. You can influence, mentor, and shine without the hierarchy of a team reporting to you.”

Starting her career at PGIM as an analyst in the multi-asset side of the quant business, Mintz set herself apart by making decisions when others hesitated, trusting her instincts and offering solutions. Rather than just alerting portfolio managers when money came in for the business to invest, she went a step further and proposed how she thought it should be invested.

“Nine times out of ten, the portfolio manager signed the trade ticket I presented, and when they didn’t, they explained why, which was a huge learning moment for me.” This proactive approach didn’t go unnoticed, and earned her a promotion to portfolio manager, where she eventually oversaw $10 billion in assets for the Prudential pension plan.

In managing the asset allocation for pension plans, Mintz recognized the important role equities played in meeting pension promises. Her experience in using both fundamental- and quant-driven strategies to balance risk and return sparked her interest in being more involved in the evolution of PGIM’s quant core strategies, eventually leading to an equity portfolio manager role.

“I was able to use my experience in asset allocation to contribute to the evolution of our quant equity strategies. I also had a knack for explaining complex quant concepts to a wide variety of audiences, which helped grow the business and retain clients.”

Throughout her career, Mintz successfully navigated difficult market cycles, which included the bursting of the dot com bubble, the Great Financial Crisis, and Covid fear-driven markets of 2020. The experience in managing assets and client relationships during challenging times, along with her leaderships skills, made her an ideal candidate to take on the role of Head of Quantitative Equity, a role she took on in July 2020.

Strategies for success

Reflecting on what it takes to be a successful leader, Mintz emphasizes the value of collaborating with colleagues who have complementary skills and always coming to the table with solutions.

“I tell my team to identify the problems, but always come to the table with solutions too. There is great value in helping drive the success of the firm through continual evolution.”

Even if it involves stepping outside of one’s comfort zone to propose solutions that could be rejected, Mintz encourages taking that risk to foster growth. Public speaking, for instance, is her own stretch area—though her numerous media interviews might suggest otherwise.

“Investing is a fast moving, competitive industry. To be successful, I tell aspiring investment professionals that they not only need to understand the importance of making good investment decisions on behalf of clients, but they also need to invest in themselves… it’s the best investment they’ll ever make.”

From graduating with her MBA from New York University and earning her CFA, Mintz knows how crucial it is to invest in personal growth and development. “Investing in yourself will always have a positive return and open the door to endless possibilities. It’s so important to continue to stay up to date on rapidly evolving industry developments, so we can successfully meet and exceed clients’ needs.”

Inspired to empower others

While many individual qualities have shaped Mintz’s leadership development, she acknowledges the vital role of support along the way and cites Maggie Stumpp, PGIM Quantitative Solutions’ former chief investment officer, as her greatest inspiration.

“Not only is she brilliant, and I learned a lot from an investment perspective, but she also gave me a lot of room to grow.” Mintz says. “She trusted me, and I knew I could always go to her with questions… She believed in me, even when I doubted myself.”

Inspired and influenced by Stumpp’s leadership, Mintz aims to foster a similar culture of support and empowerment and has an open-door policy. She encourages informal communication through quick morning catchups, providing a forum for the team to hear the latest updates, while also giving space for opinions and feedback.

“I want to make sure that I delegate real responsibilities to them, and they feel empowered and valuable. I want them to trust themselves to make decisions, and that I’ll support them.”

Supporting the next generation of leaders

For Mintz, part of supporting her team and the growth of the business means fostering the development of the next generation of leaders.

“I emphasize the importance of mentoring our junior team members to my senior portfolio managers, ensuring they’re engaged in meaningful projects that enable them to grow and develop, while highlighting their strengths and the value they bring to the team.”

She not only emphasizes skills development, but also being approachable and available to help with questions, especially around navigating the push and pull of work and home life. As a mother of three, Mintz knows how tough it is to build a successful career while raising children.

“It’s important to share the ups and downs of my journey, and how I got through them,” she continues, “There will always be bumps in the road where people feel like, ‘I can’t do this,’ but if we support them through those moments, it will lead to a more diverse senior team in the future.”

One key lesson Mintz reflects on is recognizing she felt “too much guilt” when her children were younger, particularly when she had to make tough decisions about prioritizing her time. Mintz recalls, “I was always urging my kids to be the first to raise their hands for class activities and parties, so we could buy napkins or paper plates or pre-made items – because that’s what fit into my work and family’s busy schedule.”

Now that her children are grown, Mintz acknowledges, “My kids turned out great, and I was a big part of their lives.” It’s the same message she conveys to her team when they are navigating the challenges of balancing work and family, “It’s going to turn out much better than it feels in the moment.”

With an empty nest, Mintz still values a work-life balance, but now has more time to spend on her own pursuits such as fitness, golf and travel.

By Jessica Robaire

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Maureen O’Connor: Managing Director, Global Head of High Grade Debt Syndicate, Wells Fargo

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Maureen O'Connor“I always tell people that the key to my success is loving what I do, because when you truly enjoy your work, it shows—and clients can feel that,” says Maureen O’Connor. “Over the years, my clients have seen that I care as much about the outcome of their transactions as they do, and that has been crucial to building strong relationships.”

Exuding passion and enthusiasm, O’Connor demonstrates how loving what you do and honing your emotional intelligence are essential to long-term success. She reflects on the importance of skillful communication, maintaining in-person connections, and prioritizing finding work that is deeply fulfilling for a sustainable career.

Fueled by the Energy of the Markets

Dynamic and driven, O’Connor has always thrived in high-energy environments, making the fast-paced trading floor the ideal fit for her career.

“I love the markets and how what you read in the press that morning is going to have an impact on what you do that day. It’s exciting how things are ever changing, and that no day is like the last.” This unpredictability, far from overwhelming, is the fuel that powers her. “The buzz of a trading floor is the energy that I thrive off of.”

O’Connor feels fortunate to have built a career that still ignites her passion, even after more than two decades in the industry.

“It hasn’t felt like work in that regard. I really enjoy what I do—it fulfills me on a very deep level.”

O’Connor’s talents particularly shine as Wells Fargo’s Global Head of High Grade Debt Syndicate because the role is more about building connections with clients and finding a way to bring two sides together than it is about selling.

“My goal is to be upfront about what we can accomplish for you, and I love that. I enjoy being direct with people.” She continues, “it’s about finding that perfect balance between what the investor and the issuer wants, ensuring that neither feels like they got the upper hand, but rather that the outcome is fair.”

Building Stronger Client Relationships with In-Person Connection

Given that much of O’Connor’s role involves balancing both sides of a deal, she believes forging strong client relationships is essential—and in her view, the best way to do that is in person.

“I’m not one for small talk—I love real conversations,” she says. ” In my view, in-person connections with clients are critical – it’s harder to build a serious and deep connection with someone virtually.”

O’Connor believes that in-person meetings, preferably outside the confines of a conference room, are where true bonds are formed.

“I love to hear people’s stories, to understand what makes them tick,” she explains. “It’s not about using that knowledge to get something for myself; it’s about figuring out what’s going to work for them.”

While her job in syndicate is to carry a deal across the finish line, O’Connor sees it as much more than just completing a transaction.

“All the work you do leading up to that moment, getting to know your clients better, makes the final leg so much more meaningful.” This personal touch, she believes, is what sets her—and others in her line of work—apart.

Delivery is Key

For O’Connor, mastering the art of communication has been another key element to her success. While technical skills and attention to detail are critical early in one’s career, she believes that as you advance, it’s the softer skills that become more significant.

“I think having a high emotional intelligence (EQ) is really important,” she says. “When you’re a junior, it’s all about analytical skills and efficiency. But as you get more client-facing, it becomes much more about how you deliver.”

O’Connor prides herself on her ability to read people and adapt her approach accordingly. “I used to joke that the number one skill in my job was sounding good on the phone—now, it’s probably sounding good on Zoom,” she laughs. For her, clear and confident communication is essential. “It’s not just about what you say, it’s about sounding good saying it.”

Not only is confidence key, but making the delivery dynamic and engaging is essential as well. She emphasizes that effective communication is about more than just data—it’s about ensuring that the message sticks.

“Delivery is so important, and I don’t think people spend enough time polishing it. They work too much on the content and not enough on thinking about how to say it with emphasis in a way that leaves a lasting impression.”

The Art of Navigating Difficult Conversations

O’Connor points to another crucial element of communication—adeptly navigating hard conversations—as an asset in her role. Working in syndicate, she walks a fine line between the demands of issuers and the expectations of investors, advocating for both sides with skill and empathy.

“You get one of those tough trades, and sometimes the music stops. Your ability to deliver bad news becomes crucial.” She continues, “the way you handle those hard conversations is a critical skill that sets apart the good from the great at this job.”

O’Connor believes her success in this area comes from her ability to communicate directly. “I always ask myself, ‘How would I want to receive this news?’ And the answer is usually straightforward: I’d just want to know,” she says. This candid approach earns her respect, even when emotions are running high.

“It’s about your ability to impart to them, ‘this doesn’t feel good on this side, either. We’re not where we want to be, but we’re going get you to the best possible place we can’.”

O’Connor finds that approaching difficult conversations with a “we’re in this together” mindset not only reassures her clients but also fosters a collaborative atmosphere that helps navigate tough situations.

Passion is Preferable

O’Connor is clearly passionate about her work but acknowledges that there is a balance between caring deeply and maintaining emotional resilience.

“It’s hard not to take things personally when you care a lot. I’d tell my younger self not to stress so much.”

Yet, she emphasizes that bringing passion to the job is not only acceptable but essential.

“One of the worst pieces of feedback a woman can receive is being told she’s too emotional,” she shares. “It’s unhelpful. Asking someone not to care is not a solution. I love passion. I can help rein in or smooth the edges around that, but I can’t make somebody care about something they don’t care about, so I’d much rather somebody go in that direction than the other way around.”

In her view, the goal isn’t to care less, but to take things less personally.

“I’m not going to ask people to be less emotional. I might ask you to hone your reaction but never to care less.”

For a Sustainable Career, Love What You Do

For O’Connor, having genuine passion for one’s work is truly the foundation of a sustainable career.

“You have to ask yourself why you’re entering this business,” she advises. “Have a heart-to-heart with yourself, especially in those early years when sacrifices are abundant. If you’re in it for the wrong reasons, you won’t last. You have to truly love what you do because, ultimately, the money alone won’t sustain you.”

O’Connor encourages aspiring professionals to reflect on their motivations and be open to trying different roles to find their passion. She shares that she bounced around early in her career before finding her fit in syndicate in 2006.

“Don’t be afraid to pivot early in your career,” she stresses. “You must find that role that makes you happy. Otherwise, with the long hours and demanding nature of the work, you’re not going to thrive. You need to be in a seat that you genuinely love.”

As a mother of three girls, O’Connor aims to show her daughters that it’s possible to pursue a career she loves while finding deep fulfillment in her family life. For her, it’s less about achieving perfection and more about showing the importance of hard work and learning from mistakes. In her downtime, O’Connor spends quality time with her three daughters, loves baking and playing mediocre tennis with friends – simple joys that keep her connected to what matters most.

By Jessica Robaire

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Yasmine Coupal: Partner, Goldman Sachs

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Yasmine Coupal“Careers are not linear, and there isn’t a one size fits all approach. I think the key is to find the balance that works for you professionally and personally. If I had tried to predict what the next five years of my career would have been at any single point in time, I would have been completely wrong,” says Yasmine Coupal, a partner in Investment Banking, Goldman Sachs. “I thought I was joining Goldman Sachs for two years, and here I am, 20 years later.”

Coupal’s career is a testament to the power of embracing the unexpected. Born and raised in Venezuela, she initially set her sights on economic development, education policy in particular, planning to return to Latin America after completing undergraduate and graduate degrees in Economics and International Policy at Stanford. But a surprising detour into finance changed everything.

After graduation, a friend who was working at Goldman Sachs recommended she interview for a role on the Latin America credit team and Coupal was impressed with the people she interviewed with.

“It was too compelling of an offer to pass up, even though it meant adjusting my plans to return to Venezuela to be with my then boyfriend, now husband of 19 years.” She remembers, “long story short, I took the job in 2004, and he moved to New York instead.”

Yasmine thrived at Goldman as an analyst on the Latin America and Natural Resources credit risk team. Coupal states that she loved to travel across the region and while on a business trip in Argentina in 2007, she met a VP that ultimately convinced her to join the capital markets team as an associate. She then shifted her coverage from Latin America to domestic industrial companies.

“I wasn’t looking for a move, but I knew it was time for a challenge and to try something new.”

It was Coupal’s unwavering openness to new challenges that propelled her advancement from an internal facing role in Credit Risk to a client facing role in Capital Markets. However, it was the personal decision to relocate to San Francisco with her husband that proved to be a turning point in her career. Taking the risk to leave the financial hub of New York and follow her heart, Coupal found herself in the midst of Silicon Valley’s booming tech scene. Leveraging her unique position of being on the ground to meet with large cap tech clients, Coupal built relationships, knowledge and experience with TMT (Technology, Media and Telecommunications) clients while still very much covering her sector of industrial and real estate companies for the bank.

Ultimately, when the Managing Director for TMT debt capital markets retired in 2014, Coupal raised her hand and was selected to lead the team due to the strong relationships she had built with clients on the West Coast. In fact, she made Managing Director in 2015 and in 2018, the firm officially created the West Coast Financing Team. Along with Will Connelly, Coupal was named Co-Head and after growing and guiding the team through the pandemic, Yasmine made partner in 2020.

She reflects, “there will be moments in your career when you’ll need to make decisions based on what aligns with your professional goals and then there are moments when personal priorities are more important. Sometimes it involves taking risks, even when the outcome is uncertain. Ultimately, finding the right balance that works for you is key.”

Never one to get too comfortable, Coupal made another bold move two years later in 2022, stepping into an investment banking role where she leads coverage of large cap technology companies. Driven by her constant quest for growth and her ability to turn every opportunity into a success, Coupal is excited to keep pushing her boundaries and challenge herself as she continues as a leader at Goldman Sachs.

Investing in Relationships

When Coupal first interviewed at Goldman, it was the people she met who ignited her excitement about joining the firm. Even today, the connections she built at the firm throughout her career remain a driving force in her sense of fulfillment at work as she notes, “you’re not going to really love the job or be successful if you don’t like the people that you work with.”

In addition to making the work more enjoyable, building relationships also expands one’s network. Coupal advocates for taking the time and effort to establish those connections, particularly through in-person opportunities like meeting for coffee.

“You need to invest in your network. It’s important to have a goal of setting up an in-person catch up with someone that you work with every single week because it allows for people to get to know you as a person, so that you’re not just a name on the other side of an email.”

The value of investing that time is multifold as it creates a sense of support, opens opportunities to learn from others, and engenders loyalty to each other and the firm.

“As people understand your interests, give you feedback and see that you’re performing, you automatically get new opportunities. It becomes this reciprocal cycle that leads to success,” says Coupal. “It’s also the glue that keeps people at the firm. One of the reasons I’ve stayed so long is because I have people that I admire who have invested in me. It creates a sense of loyalty.”

Mentorship is Reciprocal

In thinking about the significance of finding inspiration and support, Coupal points to one of her mentors, Susie Scher, as pivotal to her leadership development.

Coupal shares, “Susie was instrumental in my growth at Goldman Sachs from the associate level to Vice President, Managing Director and ultimately, Partner. In essence, she saw me grow up at Goldman Sachs. She is someone who identified my talent, invested in it, and was courageous enough to give me a lot of responsibility.”

Having the experience of a mentor who believed in her engenders a deep commitment for Coupal to pay it forward and be that support for others.

“It begins with how I develop my team and invest in them, placing a strong emphasis on feedback. I focus on building genuine relationships, getting to know who they are, their skills, their ambitions, and identifying the potential in them that they may not yet have recognized.”

Extending her influence beyond her direct reports, Coupal participates in formal mentorship programs at Goldman while also being open to informal connections when people reach out to her for guidance. In either circumstance, Coupal emphasizes, “mentoring is a two-way relationship, it requires both sides to equally invest. I might want to mentor as many people as I can, but if the other side is not reciprocating and wanting to develop that relationship, there’s only so far that I can go.”

Reflecting on where sponsorship fits within the framework of support and building relationships, Coupal believes that mentorship and sponsorship go hand in hand as the roles can shift and change as people move through the firm.

“It’s fluid. A mentor can become a sponsor, or vice versa, but the key to success lies not just in getting to know you personally, but in working with you. It’s that combination that makes the relationship most effective.”

Champion your Uniqueness

In addition to being an avid mentor and sponsor, Coupal supports diversity and inclusion efforts, participating in speaking engagements and hosting sessions that provide an opportunity for female talent at the firm to talk candidly about their experiences. One theme that she strives to convey to junior analysts is, “be your genuine self. Don’t try to be someone else. Don’t try to fit a mold that you think is the key to success.”

As a Latina woman excelling in the financial industry, Coupal speaks to how she champions her uniqueness and sees it as an asset.

“Being a subject matter expert while being a woman and Latina differentiates me, makes me unique and memorable, and many times allows me to connect with clients on a different level. Establishing these deep connections and trust has been critical in my career and allowed me to build and foster relationships I wouldn’t have had otherwise.”

Beyond recognizing the power of authenticity, Coupal emphasizes that adaptability and a willingness to step outside one’s comfort zone are instrumental to career development.

“Success in one stage of your career may not guarantee success in the next. Staying humble, seeking advice, thinking ahead, and remaining flexible when plans change is key.”

She continues, “be comfortable being uncomfortable. When you start feeling too comfortable, it’s a signal to challenge yourself with something new. It keeps you on your toes and ensures continuous growth.”

Outside of work, Coupal is eager to instill in her children the same curiosity and openness to new experiences that have shaped her own journey, especially through travel. “One of our greatest joys is taking our kids to explore different countries, cultures, and cuisines,” she says. Passionate about family time, Coupal loves spending weekends cheering at soccer games or unwinding together with a backyard barbecue.

By Jessica Robaire

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Kendra Lee: Chairman and CEO, Merichem

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Kendra Lee“If you are looking for career growth, whether that’s moving up the chain of command, or whether it’s broadening your skill set, you must trust in yourself and take on things you’ve never done before,” says Kendra Lee.

Lee shares how her willingness to take risks, embrace new opportunities, and have the confidence of her convictions not only shaped her career trajectory, but continues to guide her as a leader.

From Lab Tech to CEO

Upon graduating from Texas A&M with a marine sciences degree, Lee never anticipated a career in the chemicals industry. Typically, her field required pursuing a graduate degree, but she was eager to start working and wanted a break from school. Merichem, a family company founded by her grandfather in 1945, offered her an unexpected opportunity – a lab technician role.

However, she quickly realized that lab work was not her passion, and when an internal sales position opened, she seized the chance to explore a different path that better aligned with her interests. Concurrently, she decided to earn an MBA to build a stronger business foundation. As she was completing her MBA, her grandfather passed away, and Merichem’s leadership transitioned to her cousin. Lee credits her cousin with recognizing her strengths and guiding her from sales to finance, hinting at her potential for future leadership.

“I recognized later that by encouraging me to get experience in corporate finance, he was preparing me with the skills and knowledge needed to one day assume leadership of the company.”

Lee’s readiness to embrace new challenges and build her skill set eventually led to her becoming Chairman and CEO in 2013. In leading Merichem, Lee is thrilled to continue the legacy of sustainability that is at the core of what the company does.

“From as early as 1945 Merichem has been focused on taking products that would otherwise be classified as hazardous waste and cleaning them up or reusing them to make them better for the overall environment, fitting a need for the industry.”

Leading Change for Business Growth

Lee’s entrepreneurial spirit shines through as she fearlessly leads change at the company, knowing it’s essential for business growth and adapting to industry needs.

“It’s about having the right leadership team to drive change, addressing operational issues for greater efficiency, and implementing necessary adjustments despite initial resistance. Ultimately, people realize these changes are beneficial. I see myself as a change agent who enjoys looking for ways to improve and then executing those processes.”

Lee recognizes that change can come with uncertainty, but she is energized by navigating the unknown to get to an outcome that is better for the business. For example, Lee recently led the divestiture of a part of the business that removed sulfur compounds from liquids to help provide cleaner fuel sources in the petrochemical industry.

She explains, “part of the reason we divested was because we recognized the business’ growth potential and importance, but Merichem was not the right owner. It needed new ownership to be able to grow and take advantage of its place as one of the leaders in removing sulfur within the oil and gas space.”

Taking Risks and Trusting in Yourself

Lee’s willingness to take risks and embrace new opportunities served her well in progressing from lab tech to CEO and clearly continues to drive her as a leader.

She advocates, “you have to take that risk. Be willing to trust in yourself and know that you can figure it out. Because otherwise you become paralyzed, and you won’t take that next step.”

Taking the leap to try something new also creates momentum in building the skills to get to the next level.

“You’re never going to get more experience or broaden your skill set if you don’t say, ‘I’ve got to do this. I’ve proven to myself I can learn things, so let’s try it.’ It’s trusting in yourself.”

Lee notes that trusting in herself also builds confidence, an important element of leadership development.

“I have a strong self-confidence that comes across, even though I’m not inclined to self-promotion. My confidence helps in addressing difficult subjects head-on with clarity, admitting when I don’t know something, which adds value and credibility.”

As a woman leader in the male-dominated industry of oil and gas, Lee shares that it took time and experience for her to build that confidence when walking into spaces where she was one of the only women. She adds, “as I’ve gotten older, I’ve come to acknowledge my strengths and talents, and can say, ‘it doesn’t matter that I’m a woman, I have just as much to contribute to the conversation as a man does’.”

Being a Leader who Listens

Lee is a collaborative leader who listens to her team and makes a point of cultivating an environment where they feel safe to give honest feedback. She finds that it is essential to have that space for dialogue to get the best ideas out there to make an informed decision.

“One thing I learned very early on is that I’m not the smartest person in the room. And while the decision may be mine to take, there is a lot of other valuable input that I need to hear and consider before I decide. In the end it will help me make a better decision.”

Creating a culture that allows for constructive feedback and even disagreement is important to Lee. Beyond being an active listener, Lee takes the perspective that “opinions are never wrong as it’s all shaped by how we see the world and where we were raised…it’s acknowledging that there is validity to what people are saying, even if it may not be the right answer at the right time.”

Lee also looks for a diversity of opinion and is intentional in creating a team that reflects many viewpoints.

“The more diversity you can get in that thought group, whether it’s gender, race, or ethnicity. the better your decisions because everybody comes at it a little bit differently.”

Passionate about Community and Family

Outside of work, Lee is deeply committed to her community. She serves on the board of Kids Meals, a non-profit organization that provides daily free lunches to children under five who experience food insecurity, as they are not yet part of the school system.

“Currently, they’re serving about 8,000 children a day. It’s remarkable the impact they can have on the community, helping to set these kids up for success when they do get to school,” she notes.

In addition to her community involvement, Lee manages a busy schedule with her active teenagers. She is grateful for the support of nearby family members who assist in getting her children to their activities when she or her husband are in meetings or traveling. Despite her demanding role as a company executive, she reflects, “It’s the same amount of stress as any working parent faces. Having a C-suite title does not make it any more difficult.”

To unwind, Lee enjoys vacationing with her family, cooking, and gardening.

By Jessica Robaire

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Su Lin Wee: Executive Director, Head of Asset Management, Southeast Asia, Hong Kong & China, PGIM Real Estate

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Su Lin Wee“The thread that ties my previous roles together, and I am most grateful for, is strong mentorship,” says Su Lin Wee. “But it’s a two-way street: you have to show up, put in the hours and deliver results.”

Wee, who is based in Singapore, delves into the foundational experiences that influenced her approach to leadership and her dedication to uplifting others – especially women.

From architecture to asset management

From the outset of her career, Wee has been inspired by strong women leaders. After earning her master’s in architecture, she joined Singapore’s Urban Redevelopment Authority (URA) and played a key role in shaping the modern urban landscape of Singapore’s historically-rich Bras Basah and Bugis districts in the heart of the city.

“Working directly with successful women leaders was a great start to my career,” Wee says. “I served under many high performing women who were in CEO, Chief Planner and department head roles during my time at the URA. Starting out in an environment with strong female leadership made it feel natural, and I was fortunate to have great role models who gave me many opportunities to learn and grow.”

When Wee transitioned from urban planning to real estate development and asset management, she again found the support of mentors to be instrumental to her growth.

As a development lead for Asian developer, CapitaLand, Wee signed up for the challenge of delivering a $1.2 billion USD retail and office development in Singapore from the ground up, while facing a tight budget, short timeline and a competing developer nearby who already had a head start.

“Despite my prior experience with previous projects, stepping into the role of a development lead for such a large project presented new challenges. Managing a team that included individuals senior to me, in both age and experience, required respectful navigation and was a two-way street.”

Wee adds, “I had to work hard to earn the trust of the team to show them that I was the right person to lead the project. I benefited from the great support from my manager who gave me invaluable lessons in building trust and leadership skills, through his advocacy and close mentorship.”

The project was completed on time and within budget, and Wee speaks fondly of the great team rapport and lasting relationships that she built throughout this experience.

Wee’s experience at CapitaLand helped prepare her for her current role as Head of Asset Management for Southeast Asia, Hong Kong & China at PGIM Real Estate, which manages $206 billion USD of assets globally, including $9.4 billion USD in Asia Pacific. She is thrilled to engage in fulfilling work across various geographies and diverse teams to make a positive impact.

“The funds we manage generate more than financial value–we deploy solutions to ensure that buildings we construct or enhance are more sustainable, energy-efficient and help conserve water.”

Committed to empowering her team

Given the pivotal role mentorship has played in shaping Wee as a leader, it’s unsurprising that she is a passionate advocate for others, taking a strong interest in her team members’ growth, even if it means that they might move on to another team or company.

“I encourage openness about career aspirations. If there is another role beyond asset management that they are interested in, then I provide honest feedback on their fit for the role. If they choose to leave because it’s what’s good for them and makes them happy, then I am happy, since I want them to be able to grow.”

Wee also makes it a point of ensuring that everyone’s voice is heard.

“I value the diversity in our teams and always encourage some of our quieter, more reserved team members to speak up. Going around the table and giving them space to express their points of view lets everyone benefit from different perspectives.”

Wee firmly believes that a positive, encouraging environment is key to getting women to speak up more and make their opinions heard at work. “There’s no need to wait until you’re in a leadership position to be an advocate. Simple day-to-day acts like showing an active interest in a colleague’s ideas on a call, or helping them develop these ideas, can go a long way.”

Recently completing a PGIM leadership training, Wee reflects on how the experience reminded her that asserting one’s viewpoint can be challenging, even for leaders.

“As women, we sometimes second-guess ourselves before speaking or voicing our opinions. It turned out that many of the attendees at the training sessions, regardless of gender, nationality, background or even how confident they looked to me, shared that they sometimes felt hesitant to speak in a group and would rather stay silent than risk saying something contradictory.”

Wee continues, “Once we get over that initial hesitation, we realize, ‘Hey, the world hasn’t come crashing down, regardless of what we’ve said. Now, it’s just muscle memory to focus on contributing to discussions and bringing everyone forward.’”

Quieting the inner critic

Wee admits to being the hardest on herself, often setting increasingly high standards for her accomplishments.

“I am my own worst critic, and I believe many women face this too. We tend to be hard on ourselves, but it’s important to also recognize when we’ve earned our place through hard work, skills and experience.”

Creating networking opportunities for current and future women leaders

Uplifting others beyond the workplace, Wee is the co-chair of the Urban Land Institute’s (ULI) Women’s Leadership Initiative (WLI), a non-profit that focuses on raising the visibility and number of women leaders in the real estate industry. In her role, Wee creates programs that provide opportunities for younger women to network with industry leaders in an informal environment.

“The WLI programs we plan aim to break down barriers and allow women to listen and connect with senior leaders.” She asserts, “Sometimes, all you need is a friendly face and an introduction.”

From her experience, Wee understands the impact that these relationships can have and is looking forward to continuing her work with the WLI in the future.

“It’s invigorating to interact with other women and help one another network and grow.”

Outside of work, Wee enjoys running to stay fit and find time to think. Despite her busy schedule as a mother and professional, she regularly makes time for a run – even while on vacation with her family. No matter where she travels, she always packs her running shoes, ready to explore her new environment.

By Jessica Robaire

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